6.
Why is an agile organization
different regarding salary?
Teamwork rather than individual contributions.
Flat hierarchy.
Transparency.
Embracing change rather than following a plan.
Trust rather than control.

7.
Basically – it‘s a trade:
But instead of goods for goods
It‘s compensation for work.

8.
com·pen·sa·tion
noun ˌkäm-pən-ˈsā-shən, -ˌpen-
: something that is done or given to make up for damage, trouble, etc.
: something good that acts as a balance against something bad or undesirable
: payment given for doing a job
-- Merriam-Webster Dictionary

23.
Variable Salary
Incentivizing: using extrinsic motivation
Do this – get that

24.
"Do this and you'll get that"
makes people focus on the
"that", not the "this“.

25.
Merit pay kills intrinsic motivation.
The work to be done is an
impediment to getting the money.
Doing something in order to receive
an extrinsic motivator makes us less
interested in what we are doing.
-- Alfie Kohn

26.
Control
Merit pay is for the benefit of the person who
pays, not the recipient:
It is easy.
It makes people do what the payer wants.
It fortifies hierarchy.
Its purpose is to manipulate.

29.
Use small amounts of variable salary.
Involve employees.
Use company, department or team
goals NOT individual.
No competition.
Frequent adjustment (agile).
No incentives on learning/self-
development.

37.
Summary
Transparent, fixed salaries, ideally
determined by employee or peers,
take the money issue off the table.
Merit Pay/Incentives should be
abolished if possible.
Let employee participate in success
of organization via bonuses.